Developing Your Conflict Competence: A Hands-On Guide for Leaders, Managers, Facilitators, and Teams

Developing Your Conflict Competence: A Hands-On Guide for Leaders, Managers, Facilitators, and Teams

by Craig E. Runde, Tim A. Flanagan
Released March 2010
Publisher(s): Jossey-Bass
ISBN: 9780470505465

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Book description

Praise for Developing Your Conflict Competence

"A must-have guidebook for the new age of global business. This book shows every leader how to turn feelings of fear into feelings of safety, suspicion into trust, and competitiveness into collaboration."—Jim Kouzes, coauthor of the best-selling book The Leadership Challenge and Dean's Executive Professor of Leadership, Leavey School of Business, Santa Clara University

"Craig Runde and Tim Flanagan use their vast experience to give us Developing Your Conflict Competence. Move beyond negative workplace conflict to positive and constructive outcomes with the simple tools and suggestions in this must-read field guide!"—Marshall Goldsmith, best-selling author of What Got You Here Won't Get You There, Succession: Are You Ready?, and the upcoming MOJO

"Runde and Flanagan have taken their Conflict Competence Model to the next level. Their basic tenets of conflict competence: cool down, slow down, and engage constructively are proven techniques for moving from conflict to collaboration. Whether you are a manager, team leader, trainer, or simply interested in self-improvement, this is a must-have book for enhancing your conflict competence."—Ed Nolan, managing director, Learning and Organizational Development, AAA Auto Club South

"The quintessential guide to leveraging conflict for positive outcomes. Full of practical tools and examples, it is a must-have on your bookshelf."—Erica Bader Sorrell, executive director, Management and Executive Education, Rollins College

"The hands-on tools outlined in Developing Your Conflict Competence were instrumental in developing the ability of our refueling outage leadership team to deal with thousands of competing activities, hundreds of temporary employees, and long work hours—a natural recipe for conflict. As we prepare for future refueling outages, we continue to spread the book's teachings to our permanent staff and supplemental workforce."—Chris Schwarz, site vice president, Palisades Nuclear Power Station Entergy

"I've read the authors' first two books, Becoming a Conflict Competent Leader and Building Conflict Competent Teams. Their latest book pulls it all together by providing models, examples, and thought-provoking insight. It will be required reading for my senior management team."—Deborah Jallad, president/chairman, Accredited Surety and Casualty Company, Inc.

Table of contents

  1. Copyright
  2. WHAT'S A HANDS-ON GUIDE AND WHY SHOULD I BE INTERESTED?
  3. 1. Introduction
    1. 1.1. DEFINING CONFLICT COMPETENCE
      1. 1.1.1. Ten Principles of Conflict Competence for Individuals, Teams, and Organizations
      2. 1.1.2. Individual Conflict Competence Model
      3. 1.1.3. Team Conflict Competence Model
      4. 1.1.4. Organizational Conflict Competence Model
  4. 2. Cognitive Aspects of Conflict
    1. 2.1. CONFLICT ATTITUDES
      1. 2.1.1. Exploring Current Conflict Attitudes
      2. 2.1.2. Connecting Attitudes to Conflict Results
      3. 2.1.3. Changing Conflict Attitudes
    2. 2.2. APPRECIATING THE VALUE OF DEALING WITH CONFLICT
    3. 2.3. UNDERSTANDING HOW YOU CURRENTLY RESPOND TO CONFLICT
      1. 2.3.1. Using Instruments
      2. 2.3.2. Talking About Conflict
    4. 2.4. DECONSTRUCTING CONFLICT: A METHOD FOR UNDERSTANDING THE DYNAMICS OF CONFLICT
  5. 3. The Emotional Side of Conflict
    1. 3.1. UNDERSTANDING HOW EMOTIONS ARISE IN CONFLICT
    2. 3.2. PERSONAL HOT BUTTONS
    3. 3.3. ADDRESSING FEARS
    4. 3.4. CENTERING
    5. 3.5. COGNITIVE REAPPRAISAL
    6. 3.6. MINDFULNESS
      1. 3.6.1. Mindfulness Techniques
      2. 3.6.2. Practice Builds Skill
    7. 3.7. CORE CONCERNS APPROACH
      1. 3.7.1. Showing Respect
    8. 3.8. CHANGING FOCUS
    9. 3.9. POSITIVE EMOTIONS
      1. 3.9.1. Cultivating Positive Emotions
    10. 3.10. RESILIENCE
    11. 3.11. SLOWING DOWN
  6. 4. Engaging Conflict Constructively
    1. 4.1. CONSTRUCTIVE ENGAGEMENT
    2. 4.2. FOUR CONSTRUCTIVE BEHAVIORAL ELEMENTS
      1. 4.2.1. Reaching Out and Initiating Contact
      2. 4.2.2. Perspective Taking and Listening for Understanding
    3. 4.3. Expressing Emotions, Thoughts, and Interests
      1. 4.3.1. Searching for Collaborative Outcomes
    4. 4.4. DESTRUCTIVE BEHAVIORS TO AVOID AND CONTROL
      1. 4.4.1. Winning at All Costs
      2. 4.4.2. Displaying Anger
      3. 4.4.3. Demeaning Others
      4. 4.4.4. Retaliating
      5. 4.4.5. Avoiding
      6. 4.4.6. Yielding
      7. 4.4.7. Hiding Emotions
      8. 4.4.8. Self-Criticizing
    5. 4.5. ORCHESTRATING THE USE OF CONSTRUCTIVE BEHAVIORS
      1. 4.5.1. Intensity
      2. 4.5.2. The Intensity Levels of Conflict
  7. 5. Team Conflict Competence
    1. 5.1. THE RIGHT CLIMATE
      1. 5.1.1. Improving Attitudes
      2. 5.1.2. Trust and Safety
    2. 5.2. Trust Norms
      1. 5.2.1. Collaboration (Behavioral Integration)
      2. 5.2.2. Emotional Intelligence and Team Conflict
      3. 5.2.3. Norms and Team Emotional Intelligence
    3. 5.3. CONSTRUCTIVE COMMUNICATION
      1. 5.3.1. Reaching Out or Initiating Contact
      2. 5.3.2. Perspective Taking and Listening for Understanding
      3. 5.3.3. Expressing Emotions, Thoughts, and Interests
      4. 5.3.4. Searching for Collaborative Outcomes
    4. 5.4. GETTING AND STAYING ON TRACK
      1. 5.4.1. Before Conflict
    5. 5.5. During Conflict
    6. 5.6. After Conflict
    7. 5.7. VIRTUAL AND GLOBAL TEAMS
      1. 5.7.1. Cultural Issues
      2. 5.7.2. Creating a Third Culture
      3. 5.7.3. Corporate Culture Clash
      4. 5.7.4. Norms for Managing Conflicts Involving Team Members from Different Cultures
  8. 6. Organizational Conflict Competence
    1. 6.1. BENEFITS OF ORGANIZATIONAL CONFLICT COMPETENCE
      1. 6.1.1. An Example of the Benefits of Effective Conflict Management
    2. 6.2. ADDRESSING CONFLICT SYSTEMATICALLY
    3. 6.3. THE TSA EXPERIENCE
      1. 6.3.1. Design and Implementation
      2. 6.3.2. Practical Advice
      3. 6.3.3. What I Learned from Conflict in 2006
    4. 6.4. CHALLENGES OF MANAGING ORGANIZATIONAL CONFLICT
    5. 6.5. CULTURE AUDITS
    6. 6.6. REGIONAL MEDICAL CENTER CULTURAL AUDIT
    7. 6.7. THE LEADER'S ROLE IN ORGANIZATIONAL CONFLICT COMPETENCE
    8. 6.8. COACHING AND PRACTICING CONSTRUCTIVE BEHAVIORS: PATH TO UNEXPECTED DISCOVERIES
      1. 6.8.1. Championing Organizational Conflict Competence
  9. RESOURCES
    1. Contact Information for Contributors and Other Resources
  10. REFERENCES
  11. THE AUTHORS
  12. ABOUT THE CENTER FOR CREATIVE LEADERSHIP
    1. Capabilities
    2. Open-Enrollment Programs
    3. Customized Programs
    4. Coaching
    5. Assessment and Development Resources
    6. Publications
    7. Leadership Community
    8. Research

Product information

  • Title: Developing Your Conflict Competence: A Hands-On Guide for Leaders, Managers, Facilitators, and Teams
  • Author(s): Craig E. Runde, Tim A. Flanagan
  • Release date: March 2010
  • Publisher(s): Jossey-Bass
  • ISBN: 9780470505465